Organizational climate: citizenship behavior, idiosyncratic deals and leader–member exchange

Purpose This study investigates how organizational climate (OC) shapes organizational citizenship behavior (OCB) among university faculty. It focuses on the mediating roles of idiosyncratic deals (i-deals) and leader–member exchange (LMX) and introduces symbolic moderators, i.e. transparency and initiator identity, within a relational signaling framework. Design/methodology/approach Survey data from 651 full-time faculty members at Slovak public universities were analyzed using partial least squares structural equation modeling (PLS-SEM). The framework integrates social exchange theory, equity theory, psychological contract theory and self-enhancement theory to examine direct, mediated and moderated effects across demographic groups. Findings OC significantly predicts OCB, primarily via i-deals and, to a lesser extent, LMX. When mediators are included, the direct path becomes non-significant. Transparent, leader-initiated i-deals strengthen the positive effect on OCB, particularly among senior academics, by enhancing fairness and symbolic recognition. Originality/value This study offers a context-sensitive model of discretionary behavior in academia, conceptualizing i-deals as relational and symbolic signals. It contributes to theory by combining multiple frameworks and highlighting how meaning is co-constructed in academic institutions. The findings provide actionable insights for academic leaders seeking to promote engagement through customized, transparent and fair practices.